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Ministry of the Interior (MOI)

The MoI oversees the ANP, which includes four pillars and three sub-pillars with specific focuses on providing security for specialized mission sets, investigations, and supporting counterterrorism and counterinsurgency operations.

The Ministry of Interior Affairs Strategic Plan (MISP) for FY 2018-2021 laid the groundwork for MoI reform and progress. The implementation of the plan will commence along with an annual plan developed for FY 2018 and each year thereafter across the four-year lifetime of the strategy. The MISP incorporates Ministry reform, police reform and reorganization, the Afghan Security Roadmap, and U.S.-Afghan Security Compact milestones into one comprehensive document.

During 2018 the MoI enacted or participated in significant reforms, particularly the transfer of a large number of forces from the MoI to the MoD, while simultaneously supporting the ANDSF efforts to secure the population and engage the Taliban. Significant barriers to progress remain within the MoIchallenges that will require revitalized international support. Western advisors remain dedicated to building the MoIs institutional capacity and operational functionality.

The Four Pillars of the MoI include the Afghan Uniformed Police (AUP), Public Security Police (PSP) formerly known as ANCOP, Afghan Boarder Police (ABP) and the Afghan Anti-Corruption Police (AACP). Two sub-pillars also exist which include the Afghan Local Police (ALP) and the Afghan Personal Protection Force (APPF). Three special units within the MoI are the General Command of Police Special Units (GCPSU), Counter Narcotics Police of Afghanistan (CNPA) and the Prisons and Detention Center Police (PDCP).

Parliament confirmed then-Acting Minister of Interior Wais Ahmad Barmak as the Minister of the Interior in December 2017. Parliaments confirmation empowered Minister Barmak to pursue continued leadership and organizational reform. Since his confirmation, Minister Barmak ordered refinement of the MoI Strategic Plan (MISP) to prioritize counter-corruption and development of a merit-based assignment and promotion process. Minister Barmak also replaced seven Provincial Chiefs of Police (Farah, Sar-e Pul, Herat, Takhar, Samangan, Khost, and Kabul) and all 18 Kabul District Police Chiefs. Selection of replacements included a merit-based screening and board process culminating with President Ghanis approval.

A culture of patronage and pervasive corruption continued to stifle the development of a truly professional police force; however, Minister Barmaks initiatives represent high-level interest and dedication to reform and rooting out corruption within the MoI. Approximately 1,500 MoI colonels and general officers will retire under the first tranche of Inherent Law retirements in 2018. This generational change of leadership should positively impact counter-corruption efforts. The personnel gaps and rapid turnover underscore the importance of a coalition-led advisory commitment to facilitate an orderly transition and oversee the education and training of new leadership.

During late 2015, the MoI undertook several reform efforts and implemented a number of leadership changes, including the appointment of 22 new general officers. The MoI also initiated a Policy Review Plan to revise and update MoI policies and procedures. Dedicated working groups are reviewing 87 out of 103 existing policies covering all functional areas. The results of this review would be finalized in early 2016 to inform an organizational reform plan.

As with the MoD, 2015 was the first year that the MoI participated in an integrated program and budget development process with the relevant government ministries, the coalition, and representatives from the international donor community. This process resulted in an Afghan and coalition agreed upon program for SY 1395-1397. Despite an improved planning process, budget execution remains a challenge. RS advisors are working with the MoI to expedite the approval of more than 160 current contracts for goods and services that are at risk of lapsing due to poor budget execution.

As of November 2015, the MoI had only awarded 32 of these contracts. The coalition also assisted the MoI draft requirements for their Draft Prioritized Procurement Plan (DPPP) for SY 1395. Although considerable challenges remain, the development and implementation of this new procurement plan represents a significant step forward for the MoI when compared to the previous planning cycle.

The MoI struggles with accountability within resource management processes, but it has taken positive steps to address this persistent issue. During the reporting period, the MoI signed a bulk fuel policy and began conducting fuel inspections of ANP units. In September 2015, MoI mobile teams completed some of the first fuel consumption and management inspections at the Kabul Police Headquarters and the Kapisa Provincial Police Headquarters and continued expanding across the country over the next few months. Although 15 fuel inspections and two general officer bulk fuel shuras had been completed by October 2015, improving consumption reporting to address transparency and accountability remains a work in progress.

To address these resource management and procurement challenges, the MoI continued to develop its subject matter expert program. This network of subject matter experts report directly to the MoI Procurement Directorate and provide a strong tracking system on all procurement-related processing issues and decisions. As of November 2015, 244 subject matter experts have been hired, 180 are employed at each of the 34 provinces with several allocations to the MoI headquarters. By having trained personnel assist national and provincial level financial staff with the proper methods for processing and executing financial related actions, this program has already shown signs of increasing capacity horizontally and vertically.

Train, advise, and assist efforts for MoI personnel management and force generation processes focus primarily on increasing accountability, readiness, and training. AHRIMS slotting continues to rise, with the ANP inputting over 90 percent of total end strength by October 20, 2015. Though this is only a four percent increase since the end of the last reporting period, the MoI has made modest progress in leading a deliberate process to improve the accuracy of individual AHRIMS records. Although the MoIs train-the-trainer contract for AHRIMS will lapse at the end of 2015; MoI personnel are prepared to continue the training program themselves to increase their capacity.

The MoI is also deploying nine official MoI subject matter experts to the provincial level to assist with AHRIMS implementation. Furthermore, MoI mobile identification card teams are continuing their efforts to provide identification cards to all ANP personnel, which will assist with AHRIMS slotting and enhance personnel accountability. As part of a major effort to reduce the incidence of ghost soldiers within the ALP, as of November 30, 2015, MoI staff had issued ID cards to 25 percent of ALP personnel and are working to close the gap for the remaining 75 percent in 2016.




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Page last modified: 06-09-2018 17:36:48 ZULU